deputy manager is very hands on in all aspects of the setting. Reflecting the deputy manager’s approach here according to Northouse (2012) she is described as democratic. She works with the team and supports them to consider how to approach tasks and get them completed. Rodd (2013) believes this style of leadership is likely to result in issues being addressed before they develop into greater issues. although using efficient strategies they do not maximise the full potential of people. Schon (2000) affirms that you can be a leader without being a manager as you can be a manager without leading this could be seen to link to the deputy manager.

Step one of Lewin’s () theory could be seen in the case study when the staff member is replaced this is where ‘unfreeze’ is implemented, the staff member was anxious to conduct the change and introduce them self as a leader, they lacked confidence and alongside the manager worrying that some members of staff would resist the change and it could cause conflict. However, Northouse (2012) believes conflict is inevitable in groups as it presents both challenge and an opportunity for every leader. Taking this into account the manager, deputy manager and new senior staff member will help staff perceive the change as a new challenge rather than a threat affirms Rodd (2006).

The manager and the deputy managers are accountable for ensuring that all standards are met and sustained to meet the requirements of the Ofsted registration. In order to maintain and achieve the standards of the last Ofsted report of good with some room for improvement. With the impending Ofsted inspection due the deputy manager and the next team member in charge need to ensure that everything is correct and running in accordance with the guidelines. As a result, it has been highlighted that there has been issues with supervision meetings appraisals alongside a heavy work load on the deputy manager. It has been noted that this occurs due to work overload and the owner manager taking a step away from the daily running of the setting. Communication has not been thorough which causes concern over lack of shared, accurate information between staff which then leads to different approach’s being used within the setting.

McClelland (1961) established his motivational theory of need shortly after Hertzberg’s theory. He emphasised three types of needs that everybody should have as seen in leaders and managers. The need of affiliation (N-affil) is the need for friendly relationship and human interaction. This need could be seen as to feel liked and accepted by others. This person is generally best as a team player and they need friendly relationships and are motivated by interaction with others. The second type was the need of power (N-Pow), this need can exhibit in two ways, and this person may feel the need to have power over others and are driven by status and importance and feel the need to impact and be influenced. The second type of “need of power” is the need for institutional power. People with the need for institutional power; want t